Reducing Unconscious Bias

A Resource For Hiring Committee Members, Spring 2009

Las Positas College

This resource was developed by members of The Campus Change Network. We hope you find it useful. Use of this resource is
voluntary. If you have any feedback, suggestions, comments please post them to the CCN blog. We will be soliciting feedback as we
develop/refine this resource.

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Un-com-scoius: not perceived at the level of awareness; occurring below the level of conscious thought
Bi-as: a particular tendency or inclination, esp. one that prevents unprejudiced consideration of a question

Unconscious Bias

Participating in the hiring process for staff, faculty, and administrators is one of the most important ways we can
serve our students and the larger college community. It is a responsibility and an obligation and we take it very
seriously. Las Positas College is committed to processes that encourage and promote diversity, equity, and
inclusion – all essential to a healthy, vibrant, and dynamic institution.

These processes should assure prospective employees that their appropriately completed applications are
appreciated and valued and that they are given full, fair, and impartial consideration by the hiring committees.

In order to guarantee that fairness and impartiality are maintained throughout all phases of the process, there are a
number of things committees should be cognizant of and monitor for as they work - individually and together as a
committee. First and foremost, committee members must recognize the potential for the unconscious bias that
often influences them as they proceed. All of us have natural, built-in biases. We are biased about the things that
make us feel comfortable. Biases are not necessarily bad unless they prevent us from being open to “new and
different” perspectives or prevent us from discarding the stereotypes and prejudices we have held about others –
notions and apprehensions that have no basis in reality. These biases are most often unconscious and they have the
power to negatively affect relationships – long and short term, formal and informal. Recognizing and
understanding these biases are essential to building the kind of college community we seek and to hiring
employees who can contribute to it.

Many feel most comfortable interacting with people who are just like themselves. They look for and favor
applicants who will be a “good fit”, that is, those that help to create a seamless homogeneity. For instance, on an
application: a person’s name, where a person lives, the schools a person attended, the places a person has worked
or taught previously – one or all of these might cause someone to wonder if this person would be a “good fit”.
Likewise, during an interview, committees might be uncomfortable with the way candidates dress, or speak, or
how much time it takes them to answer a question, or how they regard the committee, or how formal or informal
candidates may appear or, even, their physical appearance. Few would say that these things caused them concern,
but they are concerns for them, nonetheless.

All of us must be willing to be honest in reviewing applications and in interviewing candidates. We need to
address unconscious biases directly and with conviction. We must be able to verbalize the concerns we have, not
ignore them or pretend that our concerns don’t exist. By addressing the concerns “head on”, everyone benefits;
everyone learns and grows from these experiences and our students and our institution benefit most of all.
“Our brains are wired to reflexively categorize and stereotype people, often in ways we consciously reject as false” -
Barbara Reskin in Unconsciousness Raising

Roles and Responsibilities of a Hiring Committee Member Regarding Unconscious Bias

Committees are formed with the belief that the views and perspectives from different individuals can make
better decisions than a single person. As committee members we bring forth the input from both our
constituents group as well as our personal perspective. In this way, committees take into consideration a
variety of needs, values, and frames of reference and balance those with the needs of the College. One of the
most advantageous aspects of hiring committees is the increased ability to recognize and reduce unconscious
bias. We all have unconscious bias. A properly functioning committee will help its members recognize and
face bias in a collegial and productive manner. In essence, we help to check each other’s blind spots.

Recognizing and facing unconscious bias in ourselves or in our colleagues can be an uncomfortable process.
Best practices suggest committees formulate internal guidelines or processes before screening, interviews, and
deliberations begin so that members can professionally and productively raise the issue when they sense
unconscious bias. It is not only your right but your responsibility as a committee member to address issues of
bias if you feel it is inappropriately affecting the hiring process.

Tips for Open and Professional Discussion of Bias In the Hiring Committee Setting

Committee members should develop an environment of trust and cooperation so that they can work together.
The committee Chair is important in setting and maintaining the climate of a committee.

If possible, the committee should collaboratively develop ground rules for the expectations/ responsibilities of
members, how they will raise contentious issues and handle disagreements.

Committee members might want to share their priorities for the position based on the Job Description before
the screening of applications starts.

Keep deliberations about candidates “skills based” rather than “feeling based”.

Be cautious of phrases such as: “I just don’t like him”, “I don’t think they have a good fit”, which are more
feeling based and less skills based.

Some aspects of skill may be more affective rather than cognitive or experience base. For example, ”ability to
motivate students” or “work well in a team” can be difficult to assess empirically. When assessing and
discussing such affective skills we need to be especially mindful of unconscious bias.

When pointing out potential bias try to avoid an accusatory tone or aggressive words. The idea is to create a
moment of reflection; not to have a confrontation.

Be cautions with assessing a candidate for “fit”. This can often be used to validate bias and is not the purpose
of 1st level interviews. First level interviews are to assess skill level.

Be open to the possibility that someone on the committee may point out biases you might have.

Sometimes what you see as bias others might see as valid concerns. Ideally, the committee will openly and
honestly consider the possibility that unconscious bias is at work.